Engaging The Social Workforce


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Insights from industry leaders attending PRSA's Connect 2013 on evolving leadership styles, tools and programs to engage 21st century employees. Featuring Scott Spreier of The Hay Group; Melissa McVicker of Intel; Rilla Delorier and Chuck Allen of SunTrust Banks; Becky Graebe of SAS; Katie McBride of General Motors; Mike Standish, PBJS, Ben Edwards of IBM; Allison Bunin of North Shore-LIJ Health System; Ellen Valentine of SilverPop; Bruce Brooks, Interface FLOR; Geno Church, Author of Brains on Fire; Cameron Batten, American Express; Ben Brooks, Former Marsh and Anthony D’Angelo, ITT.

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Engaging The Social Workforce

  1. 1. Conference ReportConnect 13: Engaging the Social Workforce
  2. 2. IndexChapter 1: Leaders Get EngagedChapter 2: Engagement is Forever06250710How Global Trends Affect EmployeeCommunication and EngagementAligning and Inspiring Employees1326173020Purpose Driven Leadership and How It IsTransforming SunTrustYour Audience Never Leaves: DigitalTools to Support Live InteractionsClick to Enter: Opening New Doors toEmployee EngagementDrive Systemic Change Beyond Social MediaInside GM: Engaging Employees Before,During and After a CrisisRilla Delorier and Chuck Allen, SunTrust BanksMike Standish, PBJSBecky Graebe, SASBen Edwards, IBMKatie McBride, General MotorsScott Spreier, The Hay GroupMelissa McVicker, Intel
  3. 3. Chapter 3: Creating Brand Champions4142334436People-Powered Brands: Empowering aTribe of Internal AdvocatesConnecting with Candidates and NewlyHiredEmployeesBeforeandAfterDay1Do It Like Marketers Do –Treating Employees as a Key Audience384750Becoming an Employer of Choice fromthe Inside OutThe Digital Divide: Global Engagementat All LevelsUnleashing Employee PotentialInternal and External Rebranding:Connecting the Dots and the PeopleCameron Batten, American ExpressBruce Brooks, Interface FLORBen Brooks, Former MarshAnthony D’Angelo, ITTGeno Church, Author, Brains on FireAllison Bunin, North Shore-LIJ Health SystemEllen Valentine, SilverPop
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  5. 5. There may be no better time in history to be a communications professional. There are more tools available tous than ever before, and the tools themselves allow us to shape our experiences and share our learnings forcontinual improvement.We’re especially fortunate to be working in the age of social media. What was once thought to be a businessdistraction has evolved into an essential business communications platform with endless applications – themost logical and adaptable of which is employee engagement.Social media in the workplace is a fascinating phenomenon because it bubbled up from the bottomand drovethose at the top to rethink the way they do things. People of every age and socioeconomic level live digitallifestyles. They want the place where they spend most of their waking hours – the workplace – to functionthe same way. The great news is that companies are now using digital and social tools in all areas of business,employees are participating and everyone is benefitting. Social media is exploding, but the best is yet to come.As we assembled our lineup of speakers for PRSA’sConnect 13: Engaging the Social Workforce, I was amazed atthe vast range of social media programs and platforms they’ve implemented for millions of employees aroundthe world. They’re living proof that you don’t need huge budgets or armies of people to effectively engageemployees and impact results with social media. What you do need are resourcefulness, ingenuity and, as withany initiative, a sound strategy tied to business objectives.This eBook contains insights gleaned from each presenter during the event. Throughout the eBook you’ll beable to compare our written learnings with illustrations of each company’s journey in engaging their employeesalong with short videos to give you a flavor of the event. We hope you enjoy and learn from each of theelements.I want to thank everyone who participated in Connect 13, especially our speakers who allowed us to share theirstories in the following pages. I’m confident their experiences and ideas will inspire you to use social media toachieve great results in your organization.Best regards,Brian BurgessPractice Director, Brand and TalentMSLGROUP North AmericaEvolving Leadership Styles, Tools and Programs toEngage 21st Century EmployeesEngaging the Social Workforce05
  6. 6. 06Chapter 1Leaders Get EngagedLeaders’ roles and spheres of influence havechanged dramatically in recent years. Authoritywields less power than it used to; instead,people respond to leaders who are transparent,visionary and committed to a purpose. See howleaders in some of the world’s most respectedand iconic companies use social media toengage and inspire their employees in goodtime and bad.Engaging the Social Workforce Leaders Get Engaged
  7. 7. 07How Global Trends Affect EmployeeCommunication and EngagementIt’s impossible to have engaged employeeswithout good leadership, but the fact is,leadership may be losing its mojo. Far too manyleaders are unable or unwilling to adapt tochanges assaulting their organizations, whichemboldens disgruntled employees to grabpower and entitlement. Clearly, those in chargeneed to shift the way they communicate if theywant people to listen and engage.Leaders Get Engaged How Global Trends Affect EmployeeCommunication and EngagementScott Spreier, The Hay GroupScott Spreier, The Hay Group
  8. 8. 08A number of factors led to this environment.Since 2005, Fortune 500 company earningswent up 16% and productivity increased 23%, butwages rose only 2%. In other words, people aredoing more with less and not being rewarded. Asstaff reductions eliminated management layers,matrix organizations emerged where employeesend up mediating between multiple bosseswho don’t communicate. On top of all this, thecoercive style of leadership – necessary in a crisis– continued to grow even after crises began tosubside.The Hay Group’s research shows people whowork in good climates outperform those inaverage climates by up to 30%. Their leadersgive them a purpose, job clarity, responsibility,freedom, flexibility, coaching and a sense ofteam, in other words, climates where peoplewant to come to work every day. Unfortunately,more than half of employees say their workenvironments are demotivating. Trust in CEOsfell from 50% to 37% between 2011 and 2012,while trust in employee peers went up. Thesedays, people are listening to each other morethan their leaders.( Scott Spreier comments on the importance of agood workplace climate. )The Leadership SlideSo what happens now? While we’re slowlycoming out of the financial crisis, the future lookseven stranger than the past. A combination ofmegatrends is predicted to affect us over thenext 20 years in ways we can’t yet see.Globalization 2.0: Most of us understandglobalization intellectually, but find it hard tointernalize. We must realize that, especially inthe U.S., we’re one unit of a global business. Wehave to learn to understand the rest of the worldif we’re going to operate effectively.Global Warming: We don’t know what climatechange and environmental issues will bring orhow they will affect our organizations. Morehurricanes, typhoons and superstorms couldhave a 9/11 type impact on business.Demographic Changes: Multiple generationsin the workforcecan lead to talent wars andfractured teams. To deal with the diversity, wemust be self-aware and have the emotionalintelligence to recognize and look past our ownfilters in communicating with digital natives orpeople from other cultures.Individualization: People nowadays feelentitled and younger generationsembraceindividualism more than the generations beforethem.They have a lot of creativity and innovation,but also a tendency toward chaos. We must learnto tap the individualism and avoid the chaos!.Digital Lifestyle: Everyone is always “on,”information is always accessible and narrativescompete constantly. In a flatter world where thedivide between public and private is blurred, it’sharder to engage people. Positional power andtitles are becoming things of the past; digitalanarchy is the new norm.The Road AheadLeaders Get Engaged How Global Trends Affect EmployeeCommunication and EngagementScott Spreier, The Hay Group
  9. 9. 091. Focus on the narrative, not just thenumbers.When all people hear about are numbers, theylose their sense of purpose and reasons tocome to work every day. Neurological tests bearthis out. When you only talk numbers, nothinghappens. When you tell a story, the brain lightsup. We can’t keep talking in sound bites. Wemust replace the spinning with contextualtransparency, stop being opinion junkies and lookfor more facts and unvarnished truths.2. Stop trying to control the message.Digital communication enables thedisenfranchised and allows people to saywhatever they want. Right now, they’re in sleepercells, happy to have jobs. When things get better,they’ll become active and could sabotage yourorganization. Call it the employee spring; it’s verypowerful and very hard to control.3. Align what you say with what you do.Successful businesses have a shared purposeand use organizational messages to reinforceit. As the keepers of reality, leaders mustcontinually ensure formal communications andactions are aligned.4. Help leaders unleash their inner pirates.Pirates are bold, courageous and not afraidto bend the rules. They’re willing to sailunchartered territory and work without a net.They aren’t afraid to make changes and bringpeople along with them. Good leaders areinnovative, visionary, curious and never satisfied.They make the narrative their own and navigatethe system to best advantage.What We Need to Do BetterEngaging employees begins with strong leaderswho, when faced with a dead end, look at all theoptions and go. The trends tell us there could belots of apparent dead ends ahead, but none thatcan’t be overcome. Embracing the inner pirate isa good first step.Scott Spreier, Hay Group’s leadership and talentpractice leader, helps executives around the globemore effectively address key organizational andbusiness issues including sustainable growthand strategic alignment. Working with individualexecutives and senior teams, he helps clientsfocus on creating climates and cultures thatembrace change and enhance performanceto drive business results. Scott has consultedwith a number of Fortune 500 companies insectors including government, technology,telecommunications and pharmaceuticals.Our frenetic, fast-faced, fractured world presents many challenges for today’s leaders, but there are manythings they can do to overcome them. For instance:Leaders Get Engaged How Global Trends Affect EmployeeCommunication and EngagementScott Spreier, The Hay Group
  10. 10. 10How do you bring together 100,000 employeesto talk about your brand? At Intel, it startedwith a bold vision: “This decade, we will createand extend computing technology to connectand enrich the life of every person on earth.” Astatement like that is no doubt powerful, buteven Intel’s leaders didn’t realize the impact itwould have on their employees.Aligning and Inspiring EmployeesMelissa McVicker, IntelLeaders Get Engaged Aligning and Inspiring Employees Melissa McVicker, Intel
  11. 11. 11For years, Intel was admired as a technologydarling boasting high stock prices, rapid growthand big bonuses. Everything changed in the mid-2000s, as the tech crash drove restructuring,cost-cutting, increased employee turnover anddevalued stock options.The turning point came in 2010, whenIntel realized their customary, top-downcommunication wasn’t working in a complexbusiness with expanding product lines andmarkets. Intel was no longer their employees’first source of information; instead, people wereturning to Twitter and other media channels toget news in real time. Leaders knew they hadto align with their employees’ needs if theywanted them to not just hear the words, but totake action. And they had to make an emotionalconnection, which is where the bold vision camein. Rather than saying, “let’s go build the nextproduct,” the Intel vision inspired people. Itwas a galvanizing force that showed where thecompany was going and how employees couldhelp achieve that goal.Changing TimesIntel is a company of engineers who are notalways the easiest to reach. The internalcommunications team uses lots of differentways to get through to them, forgoing strategylanguage and bullet points for fun, funny andinteractive messages to inspire the next greatinnovation. Most communications fall into one ofthree broad categories: Inspire Me, Connect Meand Value Me.Inspire Me Intel is a very technical companywhere it’s hard for employees to explain whatthey do, especially to outsiders. To make it easier,the communications team created an intranetplatform where employees can share the Intelstory, then recruited ambassadors to start theconversations. It didn’t take long before peoplewere engaging before they were asked to. Oneexample is the team who, on their own, turneda code of conduct training course into a fun,Bollywood style presentation with much greaterimpact than the conventional version.Connect Me Intel is serious about engaging theiremployees. All intranet articles allow commentsand dialogue. All full-time employees can havea company blog. They tap the “wisdom of thecrowd,” through Intelpedia, Ask a Geek forumsand forums for asking for peer advice duringannual benefits enrollment. Employees canpersonalize their intranet home pages withthe modules of their choice – and 40% didwithin the first few months. The Intel intranetalso encourages conversations with executivesthrough leader profiles, blogs, one-to-a-fewsessions and quarterly webcasts.Value Me Online platforms are perfect forshowing employees you care, in small andbig ways. Intel started with fun recognitionrewards like movie tickets and debit cards, andsoon added online tutoring and informationabout tuition assistance, health centers andscholarships. They found that employees maynot realize the benefits they’re already getting,so they use social media to raise awareness ofperks such as stock options using friendly, easyto understand language.Breaking ThroughLeaders Get Engaged Aligning and Inspiring Employees Melissa McVicker, Intel
  12. 12. 12Intel leaders understand the need for employeeengagement, especially using the technologyand devices they’re moving toward as abusiness. They know they need to be wheretheir employees are instead of forcing them intochannels they don’t want to use. They really wantto know what employees are thinking and whysomething isn’t working so they can ask them tobe part of the solution.Since Intel started using digital platforms toengage employees, organizational health scoreshave gone up, dialogue is trending positive,turnover is less than 2% and pride is at a recordhigh. They see mobile as their next area ofgrowth, since they have 40,000 manufacturingemployees without access to PCs. So far, they’vecreated an internal app employees can put ontheir personal devices to receive news, benefitsinformation and other company updates.Intel knows engaging 100,000 people starts witha good story. Employees have the stories; all youhave to do is find ways to get them out there.It’s Working!Melissa McVicker is the director of employeecommunications at Intel. With more than 15 yearsin communications and marketing at Intel, shemanages all communications to global employees,including Intel’s intranet and social media andexecutive communications. She managed globalproduct launches, oversaw sales and customercommunications and was co-director of Intel’sGlobal Communications team.Leaders Get Engaged Aligning and Inspiring Employees Melissa McVicker, Intel( Melissa McVicker talks about what leaders mustdo to engage employees )
  13. 13. 13The SunTrust journey to convert from a mission-driven company to a purpose-driven companystarted more than 10 years ago. But becauseSunTrust teammates (employees) were sofocused on perspiration instead of inspiration,the dialogue had to shift to remind them of thenoble work they do as a bank.Rilla Delorier and Chuck Allen, SunTrust BanksPurpose Driven Leadership andHow It Is Transforming SunTrustLeaders Get Engaged Purpose Driven Leadership andHot It Is Transorming SunTrustRilla Delorter and Chuck Allen,SunTrust Banks
  14. 14. 14Not that long ago, business was all aboutshareholder value. In recent years, however,experts realized purpose was a strong driver ofbusiness metrics including attraction, retentionand productivity. Purpose- and values-drivenorganizations were shown to outperformcomparison companies by 16 to one. Firms withshared values-based cultures enjoyed 400%higher revenues,700% greater job growth and1,200% higher stock prices.The numbers didn’t stop there. According to thebook,Firms of Endearment, purpose-driven firmsproduced an outstanding aggregate return of1,025% over the past 10 years, compared to 122%for the S&P 500. And MillwardBrown researchThe Business Side of Purposeshowed values-driven brands outperformthe competition by five times shareholdergrowth. These results, coupled with high profileexamples such as American Standard fixinglatrines in developing countries, and Dove raisingteenage girls’ self-esteem, seemed enoughto sell a purpose driven approach to any CEO.Purpose, however, is rare in service organizationslike banks, so SunTrust dug up even more factsto support this direction, specifically related topeople engagement. They found, for example,that 65% of respondents to a 2012 CallingBrands study said purpose would motivate themto go the “extra mile” in their jobs. Sixty-fourpercent said it would engender a greater sense ofloyalty toward the organization they work for.Leaders Get Engaged Purpose Driven Leadership andHot It Is Transorming SunTrustRilla Delorter and Chuck Allen,SunTrust Banks
  15. 15. 15How to measure success. Purpose requiresa whole new metric system. You’re not sellingsomething, you’re doing good and creatingintrinsic value that can be difficult to measure.How to manage reputation. Even doing goodwon’t make everyone happy. Shareholders mayquestion your position if they don’t agree with thecauses you support. With purpose, reputation hasto be built from the inside out, with everything youdo as a company aligned.How to manage the integrity gap. For purpose-driven companies, there can be no differencebetween what you say and what you do, bothas a company and as individuals. Leaders mustcarefully scrutinize how they spend their time,where they spend their money, what questionsthey frequently ask other people, what theycelebrate, what they reward and what keeps themup at night. If there are gaps between purpose andactions, they must take steps to close them.WhatItTakestoBeaPurposeDrivenLeaderFor SunTrust, the integrity gap was a huge dividebetween how they wanted to be perceived andhow people perceive banks as a whole. As a resultof the financial crisis, only 36% of Americanshave confidence in the banking industry and only31% think their banks help them. When it comesto financial services, people don’t want to becross-sold, bundled or deepened, they want helpfrom someone they trust. SunTrust, like manycompanies, found the fruits are in the roots. Theyunearthed their founding values, which wereto build communities and back dreams. Theyrediscovered their purpose to light the way tofinancial wellbeing.SunTrust knew positioning as a purpose-driven company required more than just talk. Leaders had to dointrospective work first and make a decision that went beyond jumping on the purpose bandwagon. They knewthis commitment would take guts; too many leaders are content to simply make a point and too few want totruly make a difference. SunTrust didn’t want to just fan the flames of their own constituency. They wanted toconvince people who think differently than they do, find work that needs to be done and bring people togetherto do it.SunTrust discovered that to be a purpose-driven company, they had to challenge themselves on several fronts:Leaders Get Engaged Purpose Driven Leadership andHot It Is Transorming SunTrustRilla Delorter and Chuck Allen,SunTrust Banks
  16. 16. SunTrust engaged teammates in the company’srenewed purpose by communicating itsprinciples, values and performance promises,which emphasize deep client relationships,teamwork, productivity and financial results.They are igniting a movement to show peoplethat net worth does not equal self-worth, and tohelp them feel better about their finances evenif they’re living close to the edge. The SunTrustbrand message, “how can we help you SHINEtoday,” speaks to the circumstances clientsare going through, rather than talking aboutchecking accounts and bank services.What SunTrust sells is the way their teammatesinteract with clients. To create new clientexperiences that reflect the company’s purpose,they had to start with the heart and minds of theirteammates. Conversations in social media andother channels help teammates understand whatclients are going through and make interactionsmuch more impactful and meaningful.Connecting the Dots16RillaDelorier is chief marketing and clientexperience officer for SunTrust Banks, Inc. She isresponsible for the company’s advertising, directmarketing, brand management, sponsorships,client analytics, cross-channel strategy, websolutions, line of business marketing, corporatecommunications and client loyalty programs. Witha focus on leveraging client insight to enhance thebank’s operations, Rilla and her team use clientfeedback and analytics to design client experiencesthat reinforce the SunTrust brand promise andincrease loyalty. She was recognized in 2011 byAmerican Banker as one of the “Top 25 Womento Watch in Banking” and serves on the Board ofDirectors for the Bank Administration Institute(BAI).Chuck Allen is senior vice president, enterprisechange management for SunTrust Banks, Inc.He helps lead a Center of Expertise that guidesthe company’s approach to multiple large-scalechange initiatives and equipping leadership toimprove employee capability to move throughchange quickly and effectively. Prior to that, Chuckwas senior vice president, director of internalcommunications, where he was responsiblefor managing internal communications andcommunications services.Leaders Get Engaged Purpose Driven Leadership andHot It Is Transorming SunTrustRilla Delorter and Chuck Allen,SunTrust Banks( RillaDelorier stresses the importance ofteammates’ interactions with clients. )
  17. 17. 17SAS is consistently ranked a “best place to work.”They have 13,500 employees in 56 countries andan internal communications team of 10 peoplewho manage to keep everyone connected withabsolutely no print media.SAS takes its digital communication cues fromthe outside world. They created a collaborativeenvironment based on Facebook, a real-timenews approach patterned after Twitter andprofessional connections and groups similar toLinkedIn. They looked to YouTube for how to useeyewitness and amateur video, My YAHOO! fornews and information filters and subscriptionfeatures, Google for optimized search andPinterest for sharing photos. Modeling internalplatforms after popular real-world channelsalmost guaranteed adoption and eliminated theneed for training.Becky Graebe, SASClick to Enter: Opening NewDoors to Employee EngagementAt the heart of the company’s internalcommunication network is theSAS Wide Web,a searchable intranet packed with news, dailyemployee spotlights, videos and employee-generated content and feedback. SAS knowstools like these have to be interesting andinteractive to keep people coming back, sothey weave fun, unexpected elements into thesite. They’re also sensitive to the fact that theiraudience is global, and provide a corporate“wrapper” that accommodates local countrycontent and native languages.Leaders Get Engaged Click to Enter: Opening NewDoors to Emplyee EngagementBecky Graebe, SAS
  18. 18. 18Because they have a small staff and a large, diverse audience, the SAS team has to be efficient and creative.A few key principles keep communications on track, consistent and aligned with the SAS culture ofcollaboration, innovation and fun.Encourage interaction. Employees cancomment, share and like every news story onthe SAS Wide Web through integration with thesocial media platform. Nothing is anonymous,and the social media policy is readily available.Get families involved. SAS has an externalsite for U.S. families to communicate benefits,corporate health services, activities, lunch menusand other items of interest. This offloads the HRteam, saves on printed materials and deepensemployee relationships.Let employees tell their stories. SAS makesit easy for employees to submit stories, photosand videos, and simple Q&A profile forms letthem talk about themselves, their roles and theirinterests outside work. The communicationsteam does very little editing to keep the storiesgenuine.Make connections with executives. In additionto executive blogs and webcasts, SAS usesinteractive games and profiles to make theirexecutives approachable.Engagement PrinciplesHave fun. Quirky holidays, junk swaps, recipecontests – it’s all in a day’s work at SAS. Thecommunications team constantly looks for newways to celebrate events and expand on funthings employees are already doing rather thanforcing corporate mandates.Ask employees what they think. SAS pollsemployees on topics ranging from how theyshop for gas to what text message they wouldsend to Steve Jobs. They believe if employeesget comfortable sharing their opinions on sillythings, they’llbe more likely to give input whenyou really need it.Don’t take the social out of social networking.SAS launched The Hub, its social networkingplatform, in February 2011. It now has almost10,000 active accounts and more than 1,000work and personal interest groups. It’s proven tobe great for peer to peer recognition, identifyingemerging leaders and influencers, and globalcollaboration.Leaders Get Engaged Click to Enter: Opening NewDoors to Emplyee EngagementBecky Graebe, SAS
  19. 19. 19SAS’ employee engagement success isevident. The company continues to be a highlyrated employer by Fortune and other leadingindicators, internal communication surveyresults are positive and employee participationand use of communication tools are high. SASisn’t resting on its laurels, though. Next up aremore video, greater content syndication anddistribution, and mobile-ready apps and pagesto further tap the vast potential of employeeengagement. SAS knows the next big idea issitting in the mind of one of their employees.The best they can do is provide the tools andplatforms that allow ideas to flourish.Next UpBecky Graebe, internal communicationsmanager at SAS, oversees traditional employeecommunications efforts and the intranet andinternal social networking channels to ensure thecompany’s 13,000 employees around the world arewell-informed and connected.Leaders Get Engaged Click to Enter: Opening NewDoors to Emplyee EngagementBecky Graebe, SAS( Becky Graebe talks about where the next big ideawill come from )
  20. 20. General Motors (GM) is one of the world’s largestautomakers. But as they celebrated their 100thanniversary, they also faced one of the mostdifficult periods in their history. After a financialdecline that led to a government bailout andbankruptcy, GM emerged as a newly restructuredcompany that paid back its government loansfive years ahead of schedule and began thejourney back to leading edge status. Through itall, employee communications and engagementplayed crucial roles in keeping people focusedon making and selling cars and trucks.Katie McBride, General MotorsInside GM: Engaging Employees Before,During and After a Crisis20 Leaders Get Engaged Inside GM: Engaging EmplyeesBefore, During and After a CrisisKatle McBride,General Motors
  21. 21. 21As a company with more 217,000 employees and operations in 140 countries, GM has always had a potentinternal communications engine. During the bankruptcy, time-tested tools such as quarterly business updatebroadcasts, town halls, an intranet and internal blogs were supplemented with CEO global web chats, regularvideos of the senior leadership team and a forum called, “Answer Me Now,” to quickly address what was onemployees’ minds in real language with no spin.While the GM bankruptcy communication strategy was developed in response to a crisis, it is a solid approachfor any employee engagement program and focused on three key things:On Solid Ground1. Keep leaders visible and accessible.GM’s top messages to employees were: 1) thecompany was not going away, 2) they werebuilding the best products in their history, 3)they had the tools to rebuild the company and 4)every employee played a role. They used internaland external blogs, broadcast and writtenmessages, employee letters, FAQs and videoclips from town halls and press conferencesto keep employees informed of what washappening and how they would be affected.2. Reach global audiences in meaningful,relevant ways.Correctly timing communications to a worldwideaudience took a lot of coordination. The GMteam also had to interpret the meaning andrepercussions of bankruptcy in multiplecountries. Although many non-U.S. employeeswere not significantly affected, they were hungryfor information about the mother ship andwhat the crisis meant to them. GM providedcore information in 14 languages to globalcommunication partners who customized anddistributed it to their local audiences.3. Use employees as ambassadors to helptell the story.After GM emerged from bankruptcy, thecommunications team found pentup emotionand fatigue among employees, as well as intensepride and desire to prove they could come backstronger than ever. They tapped into this positiveenergy to rebuild relationships with stakeholders,rejuvenate a very damaged reputation andrefocus on selling more cars and trucks.Leaders Get Engaged Inside GM: Engaging EmplyeesBefore, During and After a CrisisKatle McBride,General Motors
  22. 22. 22GM quickly realized that to capitalize on thepositive momentum of rebuilding, they had toempower employees with tools and informationso they could serve as ambassadors for theirproducts, brands and the company. They alsosaw the opportunity for employees to humanizeGM at a time when people were angry at them fortaking taxpayer money. They instituted a productambassador programthat allows people to takevehicles home for a weekend and show themoff,and employee ride and drives where employeestest drive GM and competitor cars and trucks attheir worksites to build product knowledge. Anemployee journalist program encourages peopleto volunteer to cover GM events in blogs, theonline newsletter and through word-of-mouth tofriends and co-workers.No employee ambassador program worksif employees aren’t knowledgeable aboutthe company and products. GM developeda number of training and information toolsincluding product microsites, sites and appsfor providing customer discounts or help with adealer or service issue, and opportunities to visitdealerships and call centers to better understandwhat customers need and value.GM does a lot to engage employees throughsocial media tools, including clear guidelinesand training. They have a Facebook fanpagewhere employees post news items, productinformation, photos and stories; a Twitterpresence where employees engage with87,000 followers and tweet about products andpositive things happening inside the company;and a GM Google+ newsroom page with morethan one million followers. They encourageemployees to proactively reach out to auto,business, mommy and environmental bloggers,and maintain an active “Faces of GM” blog tohumanize the company with stories, video andphotos of employees and how their work benefitscustomers. One of the newest and most popularsocial media channels is OverDrive, a Web-basedchat tool that allows employees to ask questionsand get answers from their colleagues. About40,000 employees participate and there arearound 1,200 conversations each week.Engaging with theBrandSocial Media,GM StyleLeaders Get Engaged Inside GM: Engaging EmplyeesBefore, During and After a CrisisKatle McBride,General Motors
  23. 23. 23GM has shifted its communications fromdefensive bankruptcy education to proactiveproduct promotion – with big benefits. Internally,it puts authority and responsibility in employees’hands, strengthens pride and morale and ignitespassion and enthusiasm. It gets employeesout of the workplace so they can interact withcustomers and each other while they learn aboutproducts.Bottom line, it’s changing the culture.Externally, GM employee engagement helpsbuild relationships with customers, makesthe brand vision personaland lets consumersexperience products outside the dealership.When consumers can connect and relate to thepeople and products behind the headlines, theybecome supporters and even advocates.GM’s journey was difficult, but along withthe pain came powerful lessons on usingcommunications and employee engagement toweather a storm and emerge stronger.1. Unleashing employees can be risky. Therewill be missteps and mistakes, but the long-termbenefits are worth it.2. Engagement takes time. Employees mustmake engagement part of their daily routines forit to pay dividends.3. Perseverance is a must. Changing a cultureand image is a long process; every small winshould be celebrated.4. Success requires leadership and support.Employees can’t change the climate alone.Leaders must be committed and willing to dotheir part.GM saw the power of being transparent during acrisis and they continue this philosophy as theyrebuild their company, brand and reputation.When they know the whole story, employees getbehind it, understand where they were going andtake ownership in success.Katie McBride was appointed executive directorof GM Community Connections in March 2011.She had been executive director of GM GlobalProduct Operations and Environment and EnergyCommunications, following key leadership rolesin Regional and Grassroots Communications andGlobal Internal and Executive Communications.Engagement Pays OffLeaders Get Engaged Inside GM: Engaging EmplyeesBefore, During and After a CrisisKatle McBride,General Motors( Katie McBride shares the vital need fortransparency during a crisis )
  24. 24. 24People who work in good climates where there’sa sense of purpose and job clarity outperformthose in average climates by up to 30%.Leaders must focus on the narrative, not just thenumbers.Leaders are the keepers of reality and mustcontinually ensure communications and actionsare aligned.People need emotional connections to their workto make it meaningful. A bold vision is key.Smart leaders tap into the “wisdom of thecrowd.”Good leaders communicate with employeeswhere they are instead of forcing them intochannels they don’t want to use.Purpose- and values-driven organizationsoutperform comparison companies by 16 to one.Leader Engagement: The Big IdeasGood leaders don’t just fan the flames of theirown constituencies. They convince people whothink differently than they do, find work thatneeds to be done and bring people together todo it.Modeling internal communication platformsafter popular real-world channels almostguarantees adoption and eliminates the need fortraining.Smart companies don’t take the social out ofsocial networking. They encourage personalinterest groups, peer to peer recognition andglobal collaboration.Employees who have the right tools andinformation are great ambassadors for products,brands and the company.Employees can’t change the climate alone.Leaders must be committed and willing to dotheir part.Leaders Get Engaged: The Big Ideas
  25. 25. 25Chapter 2Engagement is ForeverSocial media communication is not “of themoment,” it is an ongoing engagementof people, ideas and actions. See howorganizations of every size take a strategicapproach to social media to drive consistency,deepen commitments and create culturalchange.Engaging the Social Workforce Engagement is Forever
  26. 26. Live events may be the ultimate employeeengagement opportunities. Done well, theyencompass everything from social media tosensory experiences to live interactions. As aleading creative agency and producer of liveevents, PBJS has developed powerful principlesfor engaging audiences before, during and afterthe event.Mike Standish, PBJSYour Audience Never Leaves: DigitalTools to Support Live Interactions26 Engagement is Forever Mike Standish, PBJSYour Audience Never Leaves:Digital Tools to Support Live Interactions
  27. 27. 27Event planning begins with the stories you want to share. With meaningful, inspiring content, you can usecommunication and engagement tools to build a community or family around your brand and ideas. The nextstep is to develop the event strategy. When does an event begin? When the audience first hears from you.Whendoes an event end? Never.An event is not just what happens on a given day. It’s a yearly calendar of nurturingthe community you want to build. Employees are part of that ongoing story and should be engaged long afterthe physical event is over.Events have five touch points, all of which are opportunities to engage and inspire employees using digital aswell as conventional tools.1. Before: Establish your brand with aconsistent story, look and feel across all mediato build awareness and credibility. Choose thecommunication channels most appropriate toyour audience. Does Facebook make sense?How about a dedicated website? Use digitaltools only if they’re useful and inspiring, such asgathering presentation ideas from employeesand letting them vote on what they want to seeand experience.2. Entering: Set the tone as employees arriveat your event, using the moment to previewthe story you want to tell. If appropriate, usedigital tools such as QR codes to communicateschedules or make check-in easier.3. During: Obviously, content is everything. Ifa digital platform will enrich the experience, gofor it.Live interaction where employees can textquestions during the presentation, for example,keeps content fresh and relevant. Just make surethe technology works and is mixed with tried andtrue tools.It’s All About the Story4. Downtime: Don’t overlook breaks and meals asopportunities to extend your story or event brandand further engage employees. An Instagram photobooth is a fun way for people to interact and walkaway with physical and digital reminders of theirexperiences. Device charging stations are not onlyconvenient, they show empathy for employees’digital lifestyles and needs.5. After: First, say thank you, then ask for feedback.Make your evaluation fun and playful so peoplewill actually do it. Be smart about follow up; tellpeople when they’ll hear from you again and invitethem to participate in the next event to maintain thefeeling of community. Don’t say goodbye; continueconversations in meaningful ways.Engagement is Forever Mike Standish, PBJSYour Audience Never Leaves:Digital Tools to Support Live Interactions
  28. 28. 28A live event seems like the perfect venue fordigital tools. They’re interactive, easy to use andcan raise an event’s hip factor a notch or two. Butjust because something’s available doesn’t meanit should be used. Whether you’re thinking aboutusing them before, during and/or after an event,ask these questions before checking yes on thedigital tools box.• Does it make the event easier to experience?• Does it enrich the content? (Eye candy doesn’t count.)• Does it inspire employees to attend and/or take action?• Does it help build a community?• Does it extend the event’s impact after it’s over?• Is it available to and accessible by all employees, including those who may be new to technology?Big or small, frequent or rare, live events aregreat employee engagement opportunities.Digital tools can help extend the engagementand make your events more productive andworthwhile than ever before.In the spirit of social engagement, we askedConnect 13 attendees to tweet their questionsto Mike Standish during his presentation on liveevents. Here are a few of their thought-provokingquestions and Mike’s inspired answers.Q: Ever notice so many events feel likeschool? Just look at room layout. How can youmake events participatory?A: For so long, live employee events have beenexecutives on a stage talking to the audience.That structure will not likely go away, butsurrounding it with participatory elements canmake it more enriching and inspiring. Use socialnetworks to poll the audience during a keynote,for instance, to empower employees with partialownership of the presentation. Invite employeesto shape the content of the event. This takesplanning and executive trust, but satisfactionscores increase when you turn the spotlight onemployees and invite them to participate.Q: Thoughts around branding/promotingongoing live events such as quarterly execwebcasts?A: A quarterly webcast should get the sametreatment as any live event. Give it an identifiablebrand, name, look and feel that is easilyrecognizable—because you’re not just shooting awebcast. There should be a website. Promotionalemails. Motion graphics in the video. Use emailannouncements, employee contests and user-submitted content within the webcast to growviewership. Unify these assets with a style guidefor art directors and others developing collateral.Here are three things to consider:Digital Tools:Yes or No?Live Events: What’sOn Your Mind?Engagement is Forever Mike Standish, PBJSYour Audience Never Leaves:Digital Tools to Support Live Interactions( Mike Standish outlines his criteria for using digitaltools at live events )
  29. 29. 29Contact:Mike Standish+1 (206) 399 1118mikest@pbjs.comMike Standish is senior director of content strategyfor PBJS Seattle. His 15-year career has spanneda wide range of creative media, from print, filmand Web content production to online brandedentertainment and corporate communications.Mike has directed campaigns for Microsoft,Intel, The Walt Disney Company, AT&T, The Bill& Melinda Gates Foundation and many more.As a content strategist and creative director, heunderstands the importance of communicating aneffective brand narrative to a targeted audience andserves client needs with engaging, eye-catchingcontent execution.1. Without a brand of its own, an event candisappear within your larger brand ecosystem.2. Find an identity that stands out, yet makes sensewithin the context of your brand as a whole.3. Be creative within a brand without breaking itsrules. The event aesthetic must make sense whenseen side by side with your overall branding.Q: Events on a budget? Advice for nonprofits?A: There’s no magic bullet for doing live events ona budget, but digital tools can help. Try a webinar orSkype/Google Hangout-style meeting, promotedwith print collateral, signage and other brandedelements distributed to all your locations. Thisextends the event brand to conference rooms andcommon areas to turn it into something differentand exciting. When your print collateral matcheswhat’s onscreen, it brings it all together nicely. Andremember, no matter what your budget is, the realheroes of any event are content and speakers.Q: What are the top enterprise social networkingtools today?A: Companies that want Facebook-level socialnetworking including profile pages, commenting,etc., often create those experiences from scratch– a massive undertaking and not for everyone.Solutions that cost practically nothing include:• Base camp: Track project files and bring teams together through custom task lists, messages and more.• Instant messaging: Use Microsoft’s Lync and similar products for IM, video conferencing and more.• Existing social networks: Facebook and Twitter are ubiquitous for a reason. Use them for live events by creating a Facebook Group just for the event. Hashtag like crazy. It’s simple and underscores your event brand.• Event brite: Organize live events and use application partners to extend your reach to a variety of devices for minimal cost.29Engagement is Forever Mike Standish, PBJSYour Audience Never Leaves:Digital Tools to Support Live Interactions
  30. 30. Many companies assume employee engagementaffects financial performance; IBM knows itfor a fact. Surveys show the most importantfactor in the IBM experience is the person youinteract with, not advertising and other marketingvehicles where the most money is spent. TheIBM operating model says financial performanceis a function of the client experience, which inturn is a function of employee engagement.Ben Edwards, IBMDrive Systemic ChangeBeyond Social Media30 Engagement is Forever Ben Edwards, IBMDrive Systemic ChangeBeyond Social Media
  31. 31. 31How does a giant like IBM engage 450,000employees and influence the workflow to drivefinancial success? The mission is simple: toshape opinions by activating IBMers. At IBM, theydon’t talk about social media or computing, theytalk about social business. It’s not a channel orplatform or technology, it’s a transformation thatbegan back in 2005 with blogging guidelines.Today, social business at IBM is how theywork and how they engage clients, prospects,investors and communities. They’re redesigningworkflows to be transparent, accessible, client-centric and responsive, and to encourageexpertise sharing. In short, the primary goal ofsocial media is to connect and do business.Back in 2005, IBM employees were encouragedto blog internally and externally for knowledgemanagement. The current approach is muchmore intentional and focused on helpingThe Business of Socialemployees get better at using social toolsinternally and externally. In the last few years,the risk has shifted from brand and reputationto cyber security. Social media has becomean important attack vector and social mediaengineering is much more sophisticated. IBMwants their people to understand the risk and beexperts at it.Engagement is Forever Ben Edwards, IBMDrive Systemic ChangeBeyond Social Media
  32. 32. 32Web services for partnersand sellers. IBMmakes external marketing support servicesavailable on demand. Stock images on thewebsite have been replaced with authentic IBMpeople, which increases trust and liftspageperformance by 15-20%.Helping employees engage successfully insocial business. IBM Select educates, enables,measures and optimizes employees’ socialmedia participation for business. Employees takean in-depth online behavioral assessment thathelps IBM understand individual social mediastrengths and assign tasks based on experienceand preferences. IBM can also determine whereemployees engage and what content or activitieswould suit them best, thus increasing the chanceof conversion, or the desired action from theaudience.Content aggregator. IBM Voices is a website thataggregates and presents social business contentfrom IBMers from around the world in one spot.Instead of striving to speak to stakeholders inone voice, IBM wants clients, prospects and otherinfluencers to know what IBMers are thinking andtalking about.Powerful Tools and TenetsLearning and doing. The Digital IBMer Huboffers broad education on social and securitytopics, gives access to technologies and toolsand highlights social business resources.Ben Edwards is vice president, digital strategyand development at IBM. He leads the design anddevelopment of branded IBM experiences acrossdigital media to connect and mobilize clients,partners, employees and the communities inwhich IBM does business. These experiences spanwebsites, Web applications, mobile applications,social media and cloud computing interfaces.Social business at IBM takes many forms, each with clearly defined objectives and guidelines. While theseprograms are specific to IBM’s needs, their tenets can be adapted to build strong social business tools andplatforms in other environments where connectivity and collaboration are essential.Engagement is Forever Ben Edwards, IBMDrive Systemic ChangeBeyond Social Media
  33. 33. 33North Shore Long Island Jewish Health System(NS-LIJ) is the largest employer in New YorkState, with more than 43,000 employees and100-200 more joining every week at dozens oflocations. One of the problems with such a largeworkforce is managing new hires in the vastnetwork, especially in an industry where almostall resources are spent on patient care. You haveto be savvy about using digital tools to captureemployees’ attention the moment they begininteracting with you. You have to make sure youremployer brand is strong and consistent throughthe onboarding process and beyond.Allison Bunin, North Shore-LIJ Health SystemConnecting with Candidates and NewlyHiredEmployeesBeforeandAfterDay1Engagement is Forever Allison Bunin, North Shore-LIJHealth SystemConnecting with Candidates and Newly HiredEmplyees Before and After Day 1,
  34. 34. 34A few years ago, new employees joining NS-LIJwere unimpressed with the recruiting websiteand no one connected with them from the timetheywere hired until they started their jobs. Formany employees, the first two days of orientationwere clinically focused and not relevant tothe jobs they were hired for. Quite simply, thecompany did not engage people when they tookthe job, and treated them all the same oncethey got it. NS-LIJ squandered a significantopportunity to shape its corporate s with theinflux of new recruits.In the healthcare business, it’s necessary tocommunicate that the patient comes first.Therefore, it can be a challenge to let employeesknow where they stand, and do so with fewresources. Even more important is connectingLooking Backthe dots from candidate to new hire to settled,productive employee. After all, these peopleare at a stage in their careers where they areimpressionable and crave connectivity andpurpose. The question becomes, how do youengage, excite and inspire them on a regularbasis?Engagement is Forever Allison Bunin, North Shore-LIJHealth SystemConnecting with Candidates and Newly HiredEmplyees Before and After Day 1,
  35. 35. 35Build an employer value proposition. To getemployees invested in the company’s success,NS-LIJ created a mantra, a flag for employeesto follow. They asked their people what theycared about most. The answer? “TransformingCare, Transforming Careers.” NS-LIJ leveragedthis message as much as possible, embeddingit throughout the application and onboardingprocesses and beyond.Grab their attention at orientation. The NS-LIJCEO gives a powerful, “transforming careers”speech every week during new hire orientation.The employee communications departmentcreated an emotional and inspiring video usingnothing but a Mac computer to show what thehealthcare system means to its patients – a farcry from clinical-based training.Build the right career portal. NS-LIJ focusedtheir resources on Career Compass, essentially a“new hire portal on steroids.” It personally guideseach new hire through the critical first 90 days onthe job, beginning the moment they sign on totheir computer after orientation.Follow up. Once employees are settled, a greatway to keep them connected to your brand isthrough social media. Only do this if you cankeep up with it though, as your social mediachannels are only as good as their content.Changing the way NS-LIJ interacts withapplicants and employees is an ongoing journeywith many challenges, but the results havebeen worth it. Not everything has worked, so it’simportant to constantly reevaluate what you aredoing and change course if need be.Many programs did work, however. The newhire portal now receives more than 200,000applicants a year, more newly hired employeessign up for benefits and the new hire e-mail openrate is up more than 24%.Allison Bunin is assistant vice president ofinternal communications at the North Shore-LIJHealth System, a $6.5 billion health system with16 hospitals and hundreds of outpatient facilitiesacross metropolitan New York. She oversees allemployee communications for a workforce ofmore than 45,000 and is responsible for drivingthe “employer/employee experience” throughintegrated communications.Time to ReengageNS-LIJ knew that connecting with employees before, during and after they were hired would boost moraleand productivity. They implemented several programs to change the experience and engage employees in apositive, relationship-building ways.Engagement is Forever Allison Bunin, North Shore-LIJHealth SystemConnecting with Candidates and Newly HiredEmplyees Before and After Day 1,
  36. 36. 36Employee engagement can be labor-intensive,especially in companies with thousands ofemployees in multiple locations aroundthe country or around the world. Marketingautomation tools are one way to do more withless while keeping engagement personal andauthentic.Ellen Valentine, Silver PopDo It Like Marketers Do –Treating Employees as a Key AudienceEngagement is Forever Ellen Valentine, Silver PopDo It Like Marketers Do- TreatingEmployees as a Key Audience
  37. 37. 371. Annual insurance or benefits opt-in: Tailormessages and schedule them based on youraudience to avoid blasting everyone whetherthey qualify or not. Build rules and let it run.2. Happy birthday from the CEO:Personalizemessages with names and information such asyears of service.3. Happy anniversary: Similar to birthdays, setup special employee milestones as system rulesand implement automatically.4. New employee onboarding: Drip-nurture newhires with information on education, training,orientation, etc. Track email opens to make surethey’re accessing what they need.5. Job applicants and inquiries:Capture contactsand communicate with them over time to keepyour company in front of people who want towork for you.6. Facebook opt-ins: Nurture relationships withpeople who show interest in your company.7. Employee referral program: Send referralrewards automatically as soon as employmentcriteria are met.8. Annual certifications: Schedule messages topeople when it’s time for training or certificationrenewals.Ten Steps to Engagement9. Event opt-ins: Using a Web form on yourintranet, automate event registration and trackwho has signed up. Schedule a second wavereminder.10. Influencer/outside recruiter updates: Useautomatic updates to communicate regularlywith the media, analysts and other influentialaudiences. Content scraping lets you grab pressreleases or product updates so you can createnew content.Marketing automation is also valuable forcapturing social media activity such as whitepaper downloads on Facebook and trackingTwitter leads. All it takes are knowledge of what’spossible, a vision of what you want to accomplish,the skills to use the tools and a masterdatabase that can be populated with employeedemographics, behaviors and interests. Bycreating rules based on values in the database,you ensure your audience gets communicationsthat are relevant, useful and interesting to themas individuals.Ellen Valentine is a product strategist for Silverpop,the only digital marketing technology providerthat unifies marketing automation, email, mobileand social. Ellen coaches and mentors clients toadapt to new digital marketing practices to improvebusiness results, increase engagement and morefully take advantage of Silverpop’s technology.Here are 10 ways to reach employees, influencers, alumni and applicants using marketing automation.Engagement is Forever Ellen Valentine, Silver PopDo It Like Marketers Do- TreatingEmployees as a Key Audience
  38. 38. 38Interface FLOR is the worldwide leader in thedesign, production and sale of modular carpettile. The company has humble origins. Foundedin LaGrange, Georgia, in 1973, it has grown intoa complex global operation with 47 showroomsand 3,300 employees who speak more than 40languages and dialects. Interface services allmarket segments, including corporate spaces,hotels and homes. The founder’s mission,however, was bigger than selling carpet. Hisgoal is as ambitious today as it was in the ‘70s:to convert the product to one that’s completelysustainable from an environmental perspective.Bruce Brooks, Interface FLORThe Digital Divide: Global Engagementat All LevelsEngagement is Forever Bruce Books,Interface FLORThe Digital Divide: GlobalEngagement at All Levels,
  39. 39. 39Mission Zero is Interface’s effort to eliminateany negative impact the company has on theenvironment by 2020. It requires cooperation,input and buy-in from all Interface employees.They are a company trying to change the world—and they just happen to make carpet.From the time he started Interface until hisdeath in 2011, founder Ray Andersen waspassionate about his vision and talked about itat every opportunity. He worked hard to instillthat passion in his employees. Now, Interfaceis working to honor his legacy and achieve hisMission Zero goal by nurturing a passionate anddedicated workforce. The company accomplishesthis in a number of ways:• Asksfront line employees what Mission Zero means to them.• Developed a consistent onboarding program so new employees around the word are aware of the Mission Zero goal and its importance. Part of this includes a video demonstrating employee passion for Mission Zero.• Builds awareness, excitement and belief that the company will achieve its goal. For instance, in Thailand, Interface is reclaiming discarded fishing nets and turning them in products.• Adopted an awards program recognizing factory employees who live the mission.• Implemented a visual factory campaign with posters and signs.• Holds quarterly meetings to assess progress and engage employees.• Updated technology and tools for better communication and collaboration.Mission ZeroAs the company talked to employees andpromoted Mission Zero, it discovered somethingvery important. Sustainability gives employeessomething to believe in besides profit. Theprogram has inspired employees to bringsustainability into their own lives, and has shownhow committed employees are to their founder’sdream. The best news? The company is on trackto meet its Mission Zero goal.Bruce Brooks is director of associatecommunications for the Americas division ofInterface, Inc., the world’s largest manufacturerof modular carpet tiles and a global sustainabilityleader. He oversees strategic communicationsfor associates in North America and LatinAmerica using a variety of channels to reachboth manufacturing and non-manufacturingassociates. Through a variety of communicationvehicles, he works to increase the level of employeeengagement in the company’s unique MissionZero brand promise – or its promise to eliminateany negative impact the company’s operationsmay have on the environment by 2020. Bruce hasled efforts to develop social media policies andleverage social media tools for associates.Engagement is Forever Bruce Books,Interface FLORThe Digital Divide: GlobalEngagement at All Levels,
  40. 40. 40With meaningful, inspiring content,communication and engagement tools can builda community or family around brands and ideas.Social media conversations shouldn’t end; theyshould continue in meaningful ways.In many companies, financial performance is afunction of the client experience, which in turn isa function of employee engagement.Understanding employees’ social mediastrengths can help determine where employeesengage and what content or activities would suitthem best, thus increasing the desired.Instead of speaking to stakeholders in one voice,smart companies let clients, prospects and otherinfluencers know what employees are thinkingand talking about.Ongoing Engagement: The Big IdeasEmployer brands must strong and consistentthroughout the onboarding process and beyond.A mantra or flag based on what employees caremost about gets them invested in companysuccess.Creating database rules based on audiencevalues ensures communications are relevant,useful and interesting to them as individuals.Companies who give employees something tobelieve in besides profit inspire them to bring thegoals into their own lives.Engagement is Forever The Big Ideas
  41. 41. 41Chapter 3Creating Brand ChampionsBranding no longer belongs to the marketingdepartment or advertising agency; it’s everyemployee’s job to understand it, protect itand promote it. Whether they work in humanresources, engineering or on the manufacturingline, employees can use social media to get theinformation and inspiration to become brandambassadors.Engaging the Social Workforce Creating Brand Champions
  42. 42. 42When you work in advertising, marketing or otheridea-pushing businesses, it’s easy to get caughtup in the work and lose interest in people. Whenthat happened at Brains on Fire, it was time fora gut check. They decided they wanted theirbrands to be voices and advocates for people,and they started acting that way themselves.A good example of the Brains on Fire philosophyat work was when they accepted the challenge totackle the highest ever smoking rate amongU.S.teens. They worked with teens who becamethe voice of the message, talking about thechoice to smoke or not. They empoweredyoung people to become leaders and this verysuccessful program still exists today. Anotherexample was a fitness franchise client whowanted to make fitness more real, more human.Brains on Fire started conversations first withemployees. Then they engaged fitness “rebels:”owners, trainers and employees who were usingdifferent techniques to impact people’s lives.Geno Church, Author, Brains on FirePeople-Powered Brands: Empowering aTribe of Internal AdvocatesThey helped them form communities to connectthe unconnected. They made the brand real – andcustomers took notice.These stories illustrate the power of “tribal”behavior, or people powered brands. According toSeth Godin, a tribeisa group of people connected toone another, connected to a leader and connectedto anidea. For millions of years, human beings havebeen part of one tribe or an other. A group needsonly two things to be a tribe: a shared interest andaway to communicate.Encouraging tribal behavior is the perfect analogyfor empowering employees to be brand advocates.For many of us, it also means unlearning what we’velearned and letting ourselves be guided by newways of thinking:Creating Brand Champions Geno Church, Brains on FirePeople-Powered Brands: Empoweringa Tribe of Internal Advocates
  43. 43. 43A powerful identity is a must. Be a little loosewith brand rules. Let your tribe fly their flag.Don’t pick the advocates you want; let thememerge.Make your brand more human. Find your handraisers. Start the conversation locally and workout from there.Put people in the story and let them haveownership.Being part of a great story compelsus to share.Build relationships. Love the people in yourtribe, warts and all.Most of all, be real.Geno Church, Brains on Fire’s word-of-mouthinspiration officer, is responsible for developingword-of-mouth, buzz, viral and evangelismstrategies for the agency’s clients. In his 14+ yearswith Brains On Fire, he has helped build word-of-mouth into the identities of brands includingFiskars Brands, the American BooksellersAssociation, Rawlings Sporting Goods and RageAgainst the Haze (South Carolina’s youth-led anti-tobacco movement).Creating Brand Champions Geno Church, Brains on FirePeople-Powered Brands: Empoweringa Tribe of Internal Advocates( Geno Church talks about tribal behavior )
  44. 44. 44American Express is one of the world’s mostrecognized brands, but they faced a uniquebrand challenge. New technology platformsand services require them to hire developers,programmers and other types of talent who maynot think of American Express as an employerof choice. To attract these candidates, thecompany had to reengineer its recruiting model,infrastructure and employee brand story todefine American Express as a great place to workfor a new kind of employee.Cameron Batten, American ExpressBecoming an Employer of Choice fromthe Inside OutCreating Brand Champions Cameron Batten,American ExpressBecoming an Emplyeer ofChoice from the Inside Out
  45. 45. 45As a global, high-profile company, AmericanExpress has a lot of product and service brands.Their talent brand had to be consistent with theglobal brand while telling a story that wouldappeal to the candidates they wanted to target.American Express’ first steps in developing atalent brand were to research targets, interviewstakeholders, assess employee survey resultsand look at competitors to identify whatdifferentiates American Express as an employer.Using these insights, the team developed andtested a talent brand position and narrativecentered on, “challenging work with a purpose.”They also defined the traits they would look for inpotential employees.Talent BrandPositioningMapping TalentTouch PointsThe candidate decision cycle is not linear. Peopleexperience and form impressions of AmericanExpress and other potential employers at manytouch points, including YouTube, LinkedIn andconsumer advertising. Once they start engagingas employment candidates on career sites, withapplications and during interviews, the brandexperience must be the same and the narrativeconsistent.American Express ensured this consistencyby 1) communicating the talent brand positionand recruiting strategy to senior leaders andglobal recruitment teams, 2) launching talentbrand training and communications to hiringleaders and human resources employees and3) communicating recruitment campaignsinternally to all American Express employees.Online tools and platforms including Webinars,a recruiter community, a refreshed careers site,a talent brand training site and an online talentrequisition process gave everyone easy access toinformation and kept the conversations real.Creating Brand Champions Cameron Batten,American ExpressBecoming an Emplyeer ofChoice from the Inside Out
  46. 46. 46American Express diligently measures talentexperiencesthroughout the recruiting and hiringlifecycle. Since revamping its talent brandand recruiting strategy, they have seen vastimprovements in career site visits, applicants andconversions; social media visits, applicants andconversions; and mobile visits.Illustrations by dScribe - dScribe.caMeasuring ResultsCameron Batten is vice president ofcommunications at American Express.He is a trusted advisor in global corporatecommunications, brand management and digital/new media. Cameron is recognized for producingaward-winning communications and employeeengagement programs that move businessesforward.Creating Brand Champions Cameron Batten,American ExpressBecoming an Emplyeer ofChoice from the Inside Out
  47. 47. 47Marsh is the world’s leading insurance broker andrisk adviser with 25,000 employees around theglobe. After a disastrous decade marked by tragiclosses on 9/11, multiple leadership changes,poor financial results and painful cost cuts,the organization realized they had to declarea new future and create a great place to workfor outstanding people. Many things changed,but it was commitments such as rewards linkedto performance, career development andperformance enabling tools that helped changethe conversation inside Marsh and put theorganization back on trackUnleashing Employee PotentialBen Brooks, Former MarshCreating Brand Champions Ben Brooks,Former MarshUnleashing EmployeePotential,
  48. 48. 48Marsh has always been a great company full ofgreat people – but like San Francisco hiddenunder a blanket of fog, the assetshad to berediscovered. It didn’t take outside experts tofind them. It took identifying and communicatinginspiring stories about how Marsh products areused and the people who are passionate aboutselling themBurn Off the FogLike many companies, Marsh traditionallythought of learning as a few smart people whoteach everyone else what they need to know.Part of burning off the fog was to abandon thatnotion, find a lot of smart people inside thecompany who wanted to share their expertiseand create an environment where people couldmeet and connect.Research shows adults learn and develop inthree ways. Ten percent comes from formaltraining, 20% from mentoring and coaching,and 70% from informal, social and on-the-jobexperiences. Marsh set out to exploit the 70%with Marsh University, an online communitywhere, “everyone is a teacher.”Online communitieshave a unique engagementdynamic. Ninety percent of users are lurkers;they look but don’t do anything. Nine percentare passive contributors who like, commentand share. The last 1% are active contributors.Marsh focused on the small number ofcontributors,knowing thatbefore long, the rest ofthe crowd would follow.To make sure Marsh University got off the groundunencumbered by the complexities of a hugeIT initiative, the communications team decidedto build a classroom instead of a campus. Theyrecruited teachers, let them sign up for what theywanted to teach, built content and encouragedconversations in a flexible Word Press contentmanagement system. They found 50 peoplewho wanted to be ambassadors for the programand hosted fun programs like photo contests togenerate excitement and momentum.Everyone is a TeacherCreating Brand Champions Ben Brooks,Former MarshUnleashing EmployeePotential,
  49. 49. 49Culture and values are key parts of creatinga great place to work for outstanding people.To more clearly define what Marsh stood forand how they wanted people to behave, theleadership team engaged managers fromall parts of the company to develop six newoperating principles forming the acronym,IGNITE. Employees loved it, and even thoughthey didn’t always adhere to brand standardsin the way they applied IGNITE to their owndivisions or programs, Marketing let them runwith it to encourage adoption of the principlesthemselves.As with the operating principles, unleashingemployee potential means finding out what’simportant to people and letting them create theirown experiences. The social aspects of MarshMake It HappenUniversity allow employees to learn, participatein executive updates, converse with their peersand share ideas all year. No longer does a lessthan stellar quarter mean the end of employeeevents and programs. Social media allows Marshto keep the momentum going.Ben Brooks is the former senior vice president andglobal director of Enterprise Communications &Colleague Engagement at Marsh Inc., the worldleader in risk and insurance services and solutions.Ben was responsible for the firm’s global internalcommunications, strategic change management,social media adoption, corporate culture andemployee engagement for 24,500 colleaguesglobally. He was named 2011 “Rising Star” by HRExecutive Magazine.Creating Brand Champions Ben Brooks,Former MarshUnleashing EmployeePotential,
  50. 50. 50ITT is a $12.5 billion, highly diversifiedmanufacturer of engineered componentsand customized technology for the energy,transportation and industrial markets. It wasfounded in the 1840s, went on an acquisitionbinge in the 1960s, and in 2011 split into threeseparate companies, including ITT IndustrialProcess. In short, two years ago, ITT was acentury-old startup. And when the dust settled,the workforce found itself asking, “What now?”Internal and External Rebranding: Connectingthe Dots and the PeopleAnthony D’Angelo, ITTCreating Brand Champions Anthony D’Angelo, ITTInternal and External Rebranding:Connecting the Dots and the People
  51. 51. 51The process of untangling something this largeand complex into three separate entities had thepotential to seriously disruptthe workforce, not tomention create a lot of external chatter. Peoplewondered if ITT Industrial Process had enoughresources to survive the surgery, so to speak.One of the biggest problems they faced was theneed to create a whole new internal and externalbrand—and they had 10 months to do it.To approach the challenge, the leadership teamdevised a series of internal questions.• Does the company have a plan?• Do employees understand the competitive situation?• Does leadership understand employee perception of the company?• Is the change of company structure a campaign or an operating model? After all, it must be about the business at its core.• What do we want people to know, feel and do? What will they experience that’s different?Most importantly, ITT Industrial Process setout to find its competitive advantage in themarketplace while isolating its internal strengths:what do we build on and what do we change?They did research to find authentic things aboutthe brand. During a listening tour, the researchkept returning to a key message: what’s coolabout ITT Industrial Process is that the stuff theymake lasts forever and their people take pride inthe fact they are in an essential industry. Thesepoints were developed further into the workingmantra, “The ITT Way,” and a DNA that says:A New Brand Beginning• We have highly engineered products.• We are a global company.• We are leaders in the industry.• We are a long-standing brand.• The workforce is the core of the company.ITT Industrial Process took what the employees saidwere the most important things about the companyand used it to increase engagement with partnersand potential customers in a series of innovativeways:• Its most legendary product is the Gould pump, a water pump developed in the 19th century. The company established Pump Appreciation Day, a holiday to celebrate its original product.• It formed a sponsorship with the American Heart Association. After all, the heart is the most important pump.• It established an online contest and awards program, a photo contest and an online quiz, knowing engineers love knowledge-based games and activities.As a result of the initiatives, de-merger sales wentup 20% and brand awareness rose 3%. Employeeengagement with the Pump Appreciation Day sitewas huge!Anthony D’Angelo, APR, Fellow PRSA, is seniormanager, communications for ITT IndustrialProcess and responsible for internal and externalcommunications strategies and programs. With morethan 20 years of corporate and agency experience,he joined ITT in 2011, following service in leadcommunications roles for Carrier Corporation andMagna International. He is an adjunct professor ofpublic relations at Syracuse University’s NewhouseSchool of Public Communications.Creating Brand Champions Anthony D’Angelo, ITTInternal and External Rebranding:Connecting the Dots and the People
  52. 52. A powerful brand identity is a must. Smartcompanies are a little loose with brand rules andlet their tribe fly the flag.The best brand advocates aren’t selected; theyemerge on their own.A good talent brand is consistent with theglobal brand while telling a story that appeals totargeted candidates.The candidate decision cycle is not linear.Because people experience and formimpressions of potential employers at manytouch points including social media andconsumer advertising, all messages must beconsistent.Sometimes improving the brand means rewritingthe company rulebook.Positive customer experiences begin with acombination of exceptional leadership andhighly engaged employees.Big Ideas: Brand ChampionA company’s culture is defined by the humanconnection with each employee and how wellmanagement engages them.It doesn’t take outside experts to find acompany’s hidden assets. It takes identifying andcommunicating inspiring stories about productsand the people who are passionate about them.Great companies know everyone’s a teacher.They find smart employees who want to sharetheir expertise and create an environment wherepeople can connect.Unleashing employee potential means findingout what’s important to people and letting themcreate their own experiences.Brand standards are necessary in most cases, butthere are times when it’s best to let people runwith their ideas.Engaging employees before they’re employed isthe way to build shareholder value.Everyone in a company is responsible forcommunicating the employer brand.52Creating Brand Champions Brand Champion
  53. 53. Brian L. BurgessPractice Director, Brand and TalentMSLGROUP North America646.500.7635brian.burgess@mslgroup.comMike RussellSVP, Sales & BusinessDevelopmentMSLGROUP Americas646.500.7825mike.russell@mslgroup.comDesignedbyMSLGROUPCREATIVE+mslgroup.comContacts